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Effectively dealing with conflict March 2011


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Half day interactive open workshop in Toronto on managing & resolving conflict.

Published in: Business

Effectively dealing with conflict March 2011

  1. 1. Effectively dealing with conflict <br />by Toronto Training and HR <br />March 2011<br />
  2. 2. 3-4 Introduction to Toronto Training and HR<br /> 5-6 Definition<br /> 7-9 Benefits of effectively dealing with conflict<br /> 10-12 Causes of conflict<br /> 13-17 Symptoms of conflict<br /> 18-19 Drill<br /> 20-24 The right fight<br />25-26 When conversations get stalled…<br /> 27-31 Mediation<br /> 32-41 Conflict resolution<br />42-43 Compromise agreements<br />43-46 Building resilience<br />47-48 The result of conflict when it escalates<br />49-50 Five laws of conflict<br />51-56 Mastering conflict <br />57-58 Conclusion and questions<br />Contents<br />Page 2<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden <br />10 years in banking<br />10 years in training and human resources<br />Freelance practitioner since 2006<br />The core services provided by Toronto Training and HR are:<br /><ul><li>Training course design
  5. 5. Training course delivery</li></ul>- Reducing costs<br /><ul><li>Saving time
  6. 6. Improving employee engagement & morale
  7. 7. Services for job seekers</li></li></ul><li>Page 5<br />Definition<br />
  8. 8. Page 6<br />Definition<br />What is CONFLICT?<br />
  9. 9. Page 7<br />Benefits of effectively dealing with conflict<br />
  10. 10. Page 8<br />Benefits of effectively dealing with conflict 1 of 2<br />INDIVIDUALS<br />Better understanding of others<br />Increased motivation <br />Better solution to a problem/challenge <br />A major innovation/idea was generated <br />Improved working relationships <br />A more productive environment <br />
  11. 11. Page 9<br />Benefits of effectively dealing with conflict 2 of 2<br />ORGANIZATIONS<br />Higher engagement – people would be more consistently committed to their work <br />Improved productivity – people would be more focused and results-oriented <br />Better teamwork <br />Enhanced retention <br />Better customer service <br />Greater internal efficiency <br />Improved work–life balance <br />
  12. 12. Page 10<br />Causes of conflict<br />
  13. 13. Page 11<br />Causes of conflict 1 of 2<br />Personality clashes and warring egos <br />Poor leadership from the top of the organization Poor line management <br />Poor performance management<br />Heavy workload/ inadequate resources Bullying/harassment <br />
  14. 14. Page 12<br />Causes of conflict 2 of 2<br />Lack of openness and honesty, for example in appointments and promotions <br />Lack of clarity about accountability/ ownership Lack of role clarity<br />Clash of values <br />Stress <br />Taboo topics that can’t be brought to the surface Perceived discrimination <br />Poor selection of/pairing of teams<br />
  15. 15. Page 13<br />Symptoms of conflict<br />
  16. 16. Symptoms of conflict 1 of 4 <br /><ul><li>Tensions.
  17. 17. No desire to communicate.
  18. 18. Work not done properly.
  19. 19. Disastrous meetings.
  20. 20. Anger occurs quickly and easily.</li></ul>Page 14<br />
  21. 21. Symptoms of conflict 2 of 4 <br /><ul><li>Failing productivity.
  22. 22. Slipping morale.
  23. 23. Absenteeism.
  24. 24. Accidents.
  25. 25. Escalating costs.
  26. 26. Slamming doors.
  27. 27. Shouting.
  28. 28. Bad times.</li></ul>Page 15<br />
  29. 29. Symptoms of conflict 3 of 4 <br /><ul><li>The employee (or employees) involved display no desire to communicate.
  30. 30. Bad tempers are evident.
  31. 31. Productivity is falling.
  32. 32. Morale is slipping.</li></ul>Page 16<br />
  33. 33. Symptoms of conflict 4 of 4 <br /><ul><li>One or more of those involved frequently calls in sick.
  34. 34. Accidents and errors become more frequent.
  35. 35. Disagreements become more pronounced (shouting, slamming doors, etc.)</li></ul>Page 17<br />
  36. 36. Page 18<br />Drill <br />
  37. 37. Page 19<br />Drill <br />
  38. 38. Page 20<br />The right fight<br />
  39. 39. Page 21<br />The right fight 1 of 4<br />SELECTING THE RIGHT FIGHT<br />Make it material<br />Focus on the future<br />Pursue a noble purpose <br />
  40. 40. Page 22<br />The right fight 2 of 4<br />HANDLING THE RIGHT FIGHT<br />Make it a sport not a war<br />Set up a formal structure but work informally<br />Turn pain into gain <br />
  41. 41. Page 23<br />The right fight 3 of 4<br />BENEFITS OF THE RIGHT FIGHT<br />Lowering risks with an effective system of checks and balances <br />Generating value by sparking real change <br />Creating better managers for the future <br />
  42. 42. Page 24<br />The right fight 4 of 4<br />WHERE HR IS CENTRAL TO INFLUENCING<br />Holding a mirror up to the organization<br />Embedding behaviours<br />Hiring people who “fight right”<br />
  43. 43. Page 25<br />When conversations get stalled…<br />
  44. 44. Page 26<br />When conversations get stalled…<br />Conflict is emotional…get over it!<br />Move towards conflict<br />Being vulnerable creates trust<br />Ask questions to understand<br />Feedback and request over judgment and demands<br />Value stories over truth<br />Let it begin with me<br />
  45. 45. Page 27<br />Mediation<br />
  46. 46. Page 28<br />Mediation 1 of 4 <br />BENEFITS OF MEDIATION<br />To improve relationships between employees<br />To reduce or eliminate the stress involved in more formal processes<br />To avoid costs involved in defending tribunal claims<br />To develop an organization culture that focuses on managing and developing people<br />To reduce sickness absence<br />To retain valuable employees<br />To maintain confidentiality<br />
  47. 47. Page 29<br />Mediation 2 of 4 <br />WHY IS MEDIATION NOT USED?<br />No clear business case<br />Cost of using mediation<br />Risk of undermining management’s ability to use disciplinary sanctions<br />Lack of interest by senior management<br />Difficulties in finding a mediator<br />Resistance from line managers<br />Lack of trust by employees in mediation process<br />Lack of support from workforce or trade union<br />
  48. 48. Page 30<br />Mediation 3 of 4 <br />INTERNAL MEDIATION<br />(+) Knows and understands the organization culture<br />(+) Potentially requires less briefing<br />(+) Little or no cost<br />(–) May not be perceived as impartial<br />(–) May have historical baggage<br />(–) Experience level may be low<br />
  49. 49. Page 31<br />Mediation 4 of 4 <br />EXTERNAL MEDIATION<br />(+) Comes with little or no knowledge of the organization or parties in dispute<br />(+) May be a more experienced mediator with the ability to pick up issues quickly<br />(+) Likely to gain trust of parties more readily<br />(+) Able to provide the organization with fresh view of possible cultural or organizational issues<br />(–) Charges for services <br />
  50. 50. Page 32<br />Conflict resolution<br />
  51. 51. Page 33<br />Conflict resolution 1 of 9<br />Identify conflict as soon as possible.<br />Decide who you need to speak to.<br />Plan how to approach the individuals involved.<br />Be conscious of the language you use when discussing the issues.<br />Try to maintain an open mind when listening to both views.<br />Refrain from making judgements about who is wrong and who is right.<br />
  52. 52. Page 34<br />Conflict resolution 2 of 9<br />Maintain emotional composure when speaking to those involved.<br />If you think you can help resolve the issues plan your dispute resolution process.<br />If you don’t think you can assist with resolving the issues seek the assistance of a professional as soon as possible.<br />
  53. 53. Page 35<br />Conflict resolution 3 of 9<br />QUESTIONS TO ANSWER BEFORE THE MEETING<br />What do you consider to be the main barriers to objective and constructive candour as you prepare for this meeting?<br />How can these barriers be eliminated or lowered?<br />What other problems must be resolved before you begin to tackle this problem?<br />What is the overall nature of your present on-the-job relationship with the other person. How productive is it?<br />
  54. 54. Page 36<br />Conflict resolution 4 of 9<br />QUESTIONS TO ANSWER BEFORE THE MEETING<br />How would you describe an ideal working relationship?<br />What have you done to cause the current conflict?<br />What resolution have you attempted?<br />What has the other person done to contribute to the current conflict?<br />What attempts has he or she made at resolution?<br />
  55. 55. Page 37<br />Conflict resolution 5 of 9<br />QUESTIONS TO ANSWER BEFORE THE MEETING<br />What major obstacles stand in the way of making this relationship ideal? (Be candid and objective.) What obstacles do you introduce? What obstacles does the other person introduce?<br />What can be done to eliminate these barriers?<br />What other factors or people keep the relationship from being ideal?<br />
  56. 56. Page 38<br />Conflict resolution 6 of 9<br />QUESTIONS TO ANSWER BEFORE THE MEETING<br />What benefits (to you, the other person, the organization) would accrue if the relationship were improved?<br />What adverse consequences (to you, the other person, the organization) might ensue if the relationship is not improved?<br />What can be done (by you, the other person, others) to improve the relationship so that the benefits are realized and the adverse consequences averted?<br />
  57. 57. Page 39<br />Conflict resolution 7 of 9<br />THE E-R-I MODEL<br />Emotions<br />Reason<br />Intuition<br />
  58. 58. Page 40<br />Conflict resolution 8 of 9<br />TWO TYPES OF CONFLICT<br />Work-system conflict<br />Behavioural conflict<br />
  59. 59. Page 41<br />Conflict resolution 9 of 9<br />HOW TO RESOLVE<br />Inform employees about the two types of conflict (work-system and behavioural).<br />Teach employees how to complain to you.<br />Eliminate the “he said, she said” dilemma.<br />Be careful about appointing external mediators.<br />Keep senior leaders involved with frontline supervisors.<br />
  60. 60. Page 42<br />Compromise agreements<br />
  61. 61. Page 43<br />Compromise agreements<br />WHEN THEY ARE USED<br />To remove an employee on grounds of poor performance or misconduct<br />To avoid legal challenge in relation to layoffs<br />To make it easier to remove senior staff without embarrassment<br />To make enhanced layoff payments<br />To help preserve the employment relationship with an employee<br />
  62. 62. Page 44<br />Building resilience<br />
  63. 63. Building resilience-avoiding conflict<br />Key Elements:<br />Influencing Behavior<br />“The Recipe”. <br />Equipping<br />Managers. <br />Educating<br />People. <br />The “Golden Hour”. <br />The “Happy Company”. <br />Page 45<br />
  64. 64. Building resilience-the strategic option<br />“The Recipe”. <br />Regulatory. <br />Informal. <br />•leadership vision;<br />• codes of ethics;<br />• personal development/objective plans/targets;<br />• team/departmental targets;<br />• training programs, learning and development activities;<br />• recognition systems;<br />• management guidance/recommended best practice;<br />• management style;<br />• monitoring and feedback systems;<br />• informal routines and habitual ways of doing things.<br />• organization structures;<br />• role definitions and code of conduct<br />• policies;<br />• processes;<br />• procedures;<br />• task definitions;<br />• lines of authority and reporting;<br />• reward systems;<br />• performance appraisal systems. <br />Page 46<br />
  65. 65. Page 47<br />The result of conflict when it escalates<br />
  66. 66. Page 48<br />The result of conflict when it escalates<br />Bullying/harassment <br />Personal insults/verbal attacks <br />An individual/people left the organization<br />An individual/people were dismissed <br />Cross-departmental conflict <br />Employees being moved to different departments <br />Project failure <br />Sickness/absence of one or more parties <br />Physical violence <br />
  67. 67. Page 49<br />Five laws of conflict<br />
  68. 68. Page 50<br />Five laws of conflict<br />1.Violence is an inferior strategy<br />2.Make means consistent with ends<br />3.Create no competition<br />4.Isolate your opponent<br />5.Never come down to your enemy <br />
  69. 69. Page 51<br />Mastering conflict<br />
  70. 70. Page 52<br />Mastering conflict 1 of 5<br />What would it mean to attack your enemy's plans or alliances, rather than attacking your adversary? <br />Are your means consistent with your desired ends? <br />Is your strategy activating unnecessary competition? <br />How can you isolate your competitors from their sources of support? <br />What is your competition's preferred form of battle and how can you avoid playing their game? <br />
  71. 71. Page 53<br />Mastering conflict 2 of 5<br />WHAT MANAGERS SHOULD DO<br />Identify and address underlying tensions more effectively<br />More informal one-to-ones with the people they manage <br />Improved consultation in day-to-day management of activities <br />Provide more clarity about what is expected <br />Provide more clarity over areas of responsibility<br />Be a model of the right behaviours <br />
  72. 72. Page 54<br />Mastering conflict 3 of 5<br />WHAT MANAGERS SHOULD DO<br />Provide counselling for employees under stress<br />Act as mediators when conflict develops <br />Raise the subject of possible conflict as part of the business (rather than shying away from it or punishing it) <br />Not let their own egos get in the way of relationships with colleagues <br />Manage toxic individuals who create conflict at work more directly and firmly <br />Provide improved work–life balance<br />
  73. 73. Page 55<br />Mastering conflict 4 of 5<br />TRAINING FOR MANAGERS<br />Formal course in conflict management, internally<br />Formal course in conflict management, externally<br />Coaching from their line manager<br />Informal peer-to-peer coaching<br />As part of leadership development training<br />Sponsoring relevant training outside work<br />Mediation skills training<br />Relationship management training<br />Advice from the Internet on managing conflict<br />
  74. 74. Page 56<br />Mastering conflict 5 of 5<br />BENEFITS OF TRAINING<br />Helped improve team performance/ productivity<br />Helped improve team morale <br />Helped reduce absence levels<br />Helped reduce employee turnover <br />Reduced the number of formal disciplinary and grievance cases <br />Reduced the number of employment tribunal claims received<br />
  75. 75. Page 57<br />Conclusion & Questions<br />
  76. 76. Page 58<br />Conclusion<br />Summary<br />Questions<br />